The general manager of Lidu Liquor Co. Ltd. (Lidu) was considering the next phase of the company’s marketing plan. From 2016 to 2018, unit sales had risen from ¥80 million to ¥300 million, largely due to Lidu’s unconventional marketing programs. But by mid-2019, national and domestic brands had noticed Lidu’s success. With competition increasing, Lidu’s future growth might not come as easily. The general manager wondered how best to modify the company’s immersive experiential marketing plan so that Lidu could stay ahead of the competition.
The general manager of Lidu Liquor Co. Ltd. (Lidu) was considering the next phase of the company's marketing plan. From 2016 to 2018, unit sales had risen from ¥80 million to ¥300 million, largely due to Lidu's unconventional marketing programs. But by mid-2019, national and domestic brands had noticed Lidu's success. With competition increasing, Lidu's future growth might not come as easily. The general manager wondered how best to modify the company's immersive experiential marketing plan so that Lidu could stay ahead of the competition.
Founded in late 2014, Xinke used a crowdfunding café model to provide a platform for communication among entrepreneurs and investors. In June 2015, Xinke co-operated with a leading real estate company to create a crowd innovation café, and in August 2016, it received A-round financing that led to the establishment of a crowd innovation fund and the creation of a self-access media platform. Xinke had opened a high-end shared office to provide all around services such as funds, publicity, and venues for settled enterprises. It had a network of crowd innovation space (CIS) platforms in various cities across China and was beginning to build a nationwide CIS platform. Could the crowd innovation ecology designed by Xinke inject new vitality into the development of the CIS? How should Xinke’s crowd innovation eco-strategy be improved? How could Xinke realize professionalization in and improvement of the crowd innovation ecology?